Happy Workplace
We view our employees as our most valuable assets. CAL has improved and optimized working conditions and the work environment to establish a safe and growing workplace.
Happy Workplace
China Airlines is dedicated to establishing a caring and protective enterprise. Through providing employees with total care and support, enhancing employees professional competence, enforcing mutual communication between CAL and employees, building a safe working environment, we provide employees with a happy workplace and an enjoyable lifestyle.
Employee Development
CAL emphasizes on the development of employees and ensures the training courses enhance their skills. CAL also improves the competencies of the Company's managers at various supervisory levels, and cultivate managerial capabilities and perspectives among personnel with potential for advancement.
Sound Training System and Framework Training Framework
CAL has established a sound training system and framework to train aviation professionals. We adopt diversified training methods, including on-site and online training courses, invest in training hardware and software. CAL values the functional development of employees and integrates fundamental aviation training with hands- on practice. In addition, CAL organizes management training and general aviation training in line with the Company's development strategy for all managerial levels and employees with potential on a regular basis to improve their horizons and expertise, enhance their knowledge and skills, help employees with different expertise understand each other, and foster cooperation between units.
The Training Advisory Committee has been established to plan annual education and training activities for all employees based on training requirements in the CAL training framework. The primary strategic goal of CAL's training and development program is to enhance employees' job skills. We use the existing training framework to ensure that all employees are equipped with skills to perform their duties and job functions.
CAL as established the Talent Development Committee, chaired by the President, with senior vice presidents serving as members. The Talent Development Committee is responsible for regularly reviewing and improving training for potential talents. Each department refers potential talents to the Talent Development Committee, which then determines their qualifications and development paths. During training, potential talents are provided with appropriate job rotations and management skill training to build their management capacity and experience. In addition to the annual talent recommendations, CAL also selects talents from different levels and sets up management improvement courses and management training courses. CAL provides two-year courses based on the ranks of the employees to continue to enhance their management skills. CAL has always sought out and successfully trained many potential talents to serve as unit chiefs both at home and abroad. CAL will continue to provide them with opportunities to develop their careers, in hopes of achieving corporate sustainability.
In 2023, CAL invested about TWD 364 million in employee training and development (the average amount was approximately TWD 32,300). The total number of training hours (including onsite and online courses) totaled approximately 530,000 (the average number of hours per employee was approximately 43 hours), and the completion rate of training reached 99.44%.
| Skill Type | Orientation Training | On-the-job Training | Advanced Training |
|---|---|---|---|
Strategic SkillsAbilities required for employees to perform projects according to CAL business strategies | Organized ad hoc based on CAL's business operations and strategic development needs | ||
Professional SkillsQualities and skills required to perform specific duties or tasks | Basic training for each professional position (flight operations / maintenance / service / ticketing / cargo) |
|
|
Management SkillsKnowledge and skills required for managerial positions | New manager training | Management skill training | Executive training / seminars |
General SkillsKnowledge, skills, and conduct required for every employee | "CAL and me" orientation training | Career experience camp | General aviation management training |
Employee Development Programs in 2023
| Employee Development Program | Business Benefits | Quantitative Impact of Business Benefits | Proportion of Total Employees Participation in the Program |
|---|---|---|---|
Enhancing passenger sales and marketing management trainingEnhance the professional knowledge of passenger operation staff in ticketing, reservation, fare management, revenue analysis, marketing tools, etc. to cope with the recovery of passenger transportation |
Enhance the sales management and marketing analysis skills of the passenger operation staff to increase the passenger revenue | Passenger revenue in 2023 was approximately TWD 99.01 billion, an increase of TWD 78.53 billion from 2022 passenger revenue of TWD 20.48 billion | 18.7% |
Upgrade maintenance skills trainingEnhance maintenance staff's knowledge of customer's aircraft systems and maintenance techniques |
Enhance the quality of aircraft maintenance and increase customer satisfaction of aircraft maintenance | The customer satisfaction score of aircraft maintenance for the 2023 was 8.8 out of 10, an increase of 0.56 points from the 2022 score of 8.24 points | 5.0% |
Sound Internal Recruitment and Rotation System
CAL is committed to upholding the principle of assigning each staff member to an appropriate position. We offer regular job rotations and internal training courses to support employees' diverse development. Each department determines whether to rotate employees based on their labor needs. CAL has established an internal recruitment system, so that employees can participate in the selection processes in accordance with their wishes and career plans. This allows CAL to utilize its human resources in a flexible manner and ensures that employees are assigned to the most suitable positions, resulting in a win-win situation for both parties. The internal hiring rate this year (2023) was 56.18%, which was slightly lower than that of 2022 because more internal vacancies were related to science and technology.
To utilize management with flexibility and to ensure that they are assigned to the most appropriate positions with improved competency, CAL conducts a management review and rotation evaluation on a regular basis. Managers working in domestic departments and outstations or joint venture companies for three years will be included in the management review and rotation evaluation based on relevant regulations.
Human Capital ROI
Through education and training, employees can grow along with CAL's strategic and business goals. Corporate assets will also accumulate in value and provide CAL with a solid foundation for sustainable development. CAL has recently adopted the Human Capital Return on Investment (HCROI) metric as a benchmark tool. In addition to estimating earnings from investing in human capital, the metric can also be included in Company's long-term performance indicators. In 2023, the passenger/cargo market were going back to normal and the revenue of CAL is more than 2022; however, due to operational expenses of continuous inflation (fuel prices are included) and increasing the employee compensation and benefit investments for taking care of CAL employees, the ROI in 2023 is slightly lower than 2022.
Note : Human Capital ROI = Income - [Operating expenses - (Salary + Benefits)] / (Salary + Benefits)
Training to Promote Awareness of Diversity, Equality, and Inclusion
In order to create a positive workplace environment and promote "diversity, equality, and inclusion" in the workplace, CAL organized a number of related courses in 2023, including training on the topic of "Intergenerational Communication" for managers and colleagues below the first level of domestic management, with the aim of enhancing mutual understanding, respect, tolerance, and promotion of the transmission of different values across generations. CAL also organized a series of master sharing courses to enhance mutual understanding among units and improve the atmosphere of inter-departmental cooperation. CAL increased the number of courses provided to junior colleagues to improve their work efficiency/skills (including work management, business negotiation, and problem solving, etc.), and tried its best to provide resources for the self-development of colleagues at all levels. In addition, a "Me and CAL" retraining program has been organized since 2023 for new recruits who have completed their first year of service to learn more about their learning and development.
Industry-Academia Collaboration
CAL has a wealth of practical experience sound aviation training facilities and courses. We actively support the "Industry-Academia Collaboration for Technical Colleges and Universities and Talent Cultivation" initiative promoted by the Ministry of Education and we have promoted the campus talent development program since 2013. CAL has cooperated with colleges and universities nationwide to offer internship programs that last for six months to one year in a wide variety of fields. CAL also offers interns scholarships and allowances and arranges training courses for them. To start an internship, interns are required to pass the training courses first. CAL will continue to strengthen industry-academia collaboration and provide students with opportunities to gain aviation expertise and make their career plans, and thus help CAL recruit potential talents.
In 2023, as the pandemic has subsided and operations are gradually returning to normal, CAL has resumed various types of industry-academia cooperation (51 students/16 schools) and Mandarin Airlines has resumed industry-academia cooperation (14 students/6 schools) in 2023.
Continuous Support for TALENT in Taiwan
In order to strengthen Taiwan's competitiveness in terms of talent and the importance that global enterprises place on talent, CAL announced on February 29, 2024 that we will continue to respond to the "TALENT in Taiwan" and work with "Common Wealth Learning", the Talent Sustainability Channel, and a number of enterprises in Taiwan to continue to promote and advocate for the sustainability of talent; CAL has committed to continuously providing professional training in various occupations and passing on the Company's culture and values by aligning with the Company's business strategy and strengthening the products and services. In order to echo the theme of "diversity, equality, and inclusion" advocated by TALENT in Taiwan this year (2024), CAL's annual training program maintains the theme of "sustainability, care, and harmony" to provide employees with more resources and learning opportunities for self-development, so as to enable employees of all generations to integrate with each other, to share in the glory, and to give full play to their teamwork, which will be conducive to the Company's sustainable development. We hope to use the project of hope for talent development to develop every worker, strengthen their professional skills, and create better career development and a brighter future.
CAL joins TALENT in Taiwan
Employee Rights
CAL attaches great importance to the opinions and well-being of our employees. In addition to regular reviews of employees' salary and benefit and labor-management meetings, CAL has established a number of communication channels and activities to enhance cohesion. CAL also respects the independence of labor unions in accordance with the law and promotes positive communication with labor unions.
Salary and Benefits
CAL firmly believes that employees are the most valuable assets and that it is important to protect both employee benefits and shareholders' equity. For these reasons, CAL provides competitive salaries and benefits for all employees. The salary and benefit package of each employee will not differ according to gender, race, religion, political affiliation, or marital status. Whenever the minimum wage of a particular global location is raised, we promptly review our salary standards and make necessary adjustments in a timely manner. In 2023, CAL's average salary increase was 4.45%. Employees who are required to work overtime due to the nature of their employment received reasonable overtime pay in accordance with regulations. No employee was forced to work against his or her will.
Male / Female Salary Ratio of CAL Group in 2023 (Female Salary is 1)
| Category | Base Salary | Bonus | Remuneration |
| Business Operations | 1.16 | 1.04 | 1.10 |
| Flight and Cabin Crews | 1.10 | 1.02 | 1.06 |
| Maintenance Personnel | 1.10 | 1.02 | 1.06 |
| Others | 1.11 | 1.01 | 1.07 |
| Category | Base Salary | Bonus | Remuneration |
| Business Operations | 1.05 | 1.13 | 1.10 |
| Flight and Cabin Crews | 1.46 | 2.99 | 2.42 |
| Maintenance Personnel | 1.24 | 1.63 | 1.44 |
| Others | 1.11 | 1.2 | 1.15 |
Note 1: Remuneration = base salary + bonus
Note 2: Female salary is 1 in this Salary Ratio Table.
Note 3: Flight and cabin crews: Flight and cabin crews include pilots and flight attendants, pilots were mostly male, while flight attendants were mostly female. Pilots' salaries are higher than flight attendants', resulting in a large difference in the male / female salary ratios. Others: others include executives higher than the rank of vice president, auditors, accountants, information technology personnel, and other employees that are not within the aforesaid categories.
Note 4: Base salary: Basic pay; bonus: pay outside base pay.
Unpaid Leave
Benefits and Compensatory Leave
Paid Sick Leave
Year-end Bonuses / Dividends
CAL Retiree Association
Employee Benefits
Annual Leave Scheme
Childcare
Breastfeeding Environment
Group Health Insurance
Commuting
Flexible Work Hours
Concessional Flight Tickets
Employee Stock Ownership Trust
Resignation Program
Psychological Counseling
Health Examination
Work from Home
Sport Initiatives
Pension Scheme
CAL attaches great importance to the rights and interests of our employees. CAL reports the management of the pension reserve fund to the Labor Pension Reserve Supervisory Committee on a quarterly basis. Prior to the end of each year, CAL allocates the amount required for the following year based on actuarial calculations and relevant laws and regulations. In terms of allocation rates, the rate for the new labor retirement plan is 6%; the rate for the old labor retirement plan is 15%, which reaches the statutory upper limit, and this amounts have been fully allocated in accordance with Paragraph 2, Article 56 of the Labor Standards Act to ensure that employees receive the retirement benefits to which they are entitled.
Salary, Benefits and Pension Reserve Fund of CAL Group in 2023
| Item | 2021 | 2022 | 2023 |
| Salary | 13,660 | 17,372 | 17,291 |
| Benefits | 216 | 197 | 194 |
| Pension Reserve Fund | 6,514 | 7,437 | 7,740 |
| Item | 2021 | 2022 | 2023 |
| Salary | 896 | 700 | 800 |
| Benefits | 2.48 | 3.6 | 4.8 |
| Pension Reserve Fund | 436 | 409 | 437 |
Unit: TWD million
Note: Benefits offered by CAL / Mandarin Airlines included travel allowances, allowances for the elderly, scholarships for employees' children, Labor Day gift money, spring parties, and anniversary expenses.
Employee support program (eg. unpaid Parental Leave, benefit leave.etc)
CAL responds to the government's policy of parental leave without pay so that employees can take care of their families and work in peace. According to the Gender Equality in Employment Act, employees may apply for parental leave without pay for two years after their children reach the age of three; employees may apply for reinstatement before the expiration of the parental leave period according to family needs or career planning. In 2023, a total of 549 applications were received for leave without pay for baby-sitting.
In addition, employees are entitled to 8 weeks of paid maternity leave before and after giving birth, and may also apply for 7 days of paid paternity leave before and after their spouse's delivery. If the paternity leave falls on a business trip, regular holiday, or national holiday, the leave may be taken within 15 days from the day after the end of the business trip, and the overall system is designed to be more favorable than that required by the Gender Equality in Employment Act.
Moreover, CAL provides more 7 days of benefits leave with payment which is better than the legal requirements every year, that can allow employees spend more time with their family. CAL also offers take care of relatives leave, if employees need to care for the family member with a serious illness. This leave can be applied for up to six months, employees can take care of their families with confidence before returning to work. Moreover, CAL also offer chances for employees who were part- timers apply transferring to full-time job.
Unpaid Parental Leave of CAL Group in 2023
Employee Communication
Each and every employee matters to CAL. We maintain multiple channels of communication with our employees, such as regularly scheduled labor-management meetings, and strive to find solutions to problems. We have established an employee care mailbox, a sexual harassment mailbox with an associated grievance hotline, and also a "Speak Your Mind" employee communication mailbox. In addition, our Team+ internal company messaging software enables employees to express their opinions and make suggestions at any time. When facing significant operational changes that will affect employees, CAL gives notice in compliance with relevant labor regulations and promptly communicates with labor unions and employees. Information on material issues and employee rights is made available on CAL's website or e-mailed to all employees. When employees express concerns about certain internal regulations or practices, CAL seeks to clarify the issue and communicate with the employees more frequently.
Diverse employee communication channels
Labor Unions
CAL cooperates with different labor unions and remains committed to communication and negotiation. We also show the same respect to all unions in accordance with law. As CAL continues to communicate with labor unions, CAL did not have any major labor disputes or strikes in 2023. In particular, the China Airlines Employees Union (CAEU), which has the highest participation rate of CAL employees, is a nationwide trade union of the aviation industry and a member of the Taiwan Confederation of Trade Unions. There are six subordinate branches under CAEU, which are classified based on the location of members / business :
- Branch 1 : Divisions in Head Office
- Branch 2 : Flight Operations Division
- Branch 3 : Cabin Crew Division and In-flight Supply Chain & Marketing Division
- Branch 4 : Maintenance Division, Engineering Division, and Quality Assurance Division
- Branch 5 : Taipei Branch, Ground Service Division, and Cargo Sales, Marketing & Service Division
- Branch 6 : Kaohsiung Branch, Kaohsiung Cargo Department, Kaohsiung Maintenance Group
There are six subordinate branches within the Mandarin Airlines Employees Union (MDAEU):
- Branch 1 : Divisions in Taipei Head Office
- Branch 2 : Flight Operations Division and Operation Control Center
- Branch 3 : Inflight Services Department
- Branch 4 : Customer Service Division (Taipei, Kinmen, Taitung, and Nangan)
- Branch 5 : Engineering & Maintenance Division
- Branch 6 : Customer Service Division (Taichung, Magong, Hualien, and Kaohsiung)
All employees of CAL, with the exception of the senior managers as stipulated in the union constitution, have joined the China Airlines Employees Union, and are governed by a collective agreement signed by both parties in 2002. The collective bargaining agreement was the first in the domestic aviation industry and the parties renewed the agreement for the sixth time on December 16, 2021. After CAL concluded negotiations with the Pilots Union Taoyuan, they signed a collective bargaining agreement on December 29, 2021. In January 2017, Mandarin Airlines entered into a collective bargaining agreement with the Employees Union. The agreement includes union assistance, labor-management cooperation, dispute resolution, employment and termination, working hours, leave and vacation, salary, allowances and bonuses, personnel transfers, rewards, disciplinary actions, benefits, training, and occupational safety and health clauses. The parties negotiate the renewal of the agreement every three years. Due to the continuation of a collective bargaining agreement before labor and management renew the contract, the stipulations concerning working conditions in the collective agreement remain applicable in accordance with the law during the transition period.
CAL / Mandarin Airlines cooperates and communicates with CAEU/MDAEU through various channels as a partner and based on mutual dependence, and the two parties have established various channels of communication over the years. All resolutions will be handled once they are reported. In addition, meeting minutes taken at labor-management meetings held at the Head Office are published and made available to all employees on CAL's website / Mandarin Airlines' website. CAL / Mandarin Airlines is dedicated to maintaining harmonious labor-management relations through open, efficient channels of communication. In 2023, CAL and CAEU held six labor-management meetings to ensure smooth communication between the two parties; in 2023, Mandarin Airlines held a total of four quarterly labor-management meetings with MDAEU in accordance with the law.
Note 1: The number of CAL participants refers to the number of people being members of CAEU in the year (including employees in Taiwan and expatriates); hourly-basis employees, interns, contracted employees, and executives higher than the rank of vice president are not included.
Note 2: The number of Mandarin Airlines participants refers to the number of people being members of MDAEU in the year (including employees in Taiwan below the rank of vice president (inclusive) and expatriate executives in mainland China); temporary employees (interns), hourly-paid work-study students, executives transferred from CAL, and employees in mainland China are not included.
Note 3: The collective bargaining coverage rate of CAL / Mandarin Airlines is equal to the labor union participation rate.
Employee Engagement
CAL has established diversified and unobstructed communication channels to listen to employees' suggestions attentively in line with its belief that employees are the Company's most important asset. Through an employee satisfaction survey, CAL understood employees' opinions of and needs for the Company and each unit, which served as a reference for CAL to provide a stable work environment. This would further increase employees' work efficiency and create a virtuous circle-based excellent corporate culture. CAL conducted the employee engagement survey from December 5 to 23, 2022 by appointing a professional consulting company to organize an anonymous online questionnaire survey. The survey covered seven major dimensions, including corporate culture, leadership, job & career, employee engagement, work environment, compensation and benefits, and COVID-19. In the Questionnaire, we have the question which corresponding to Job satisfaction, Purpose, Happiness, and Stress such as "Overall, I am satisfied with my current job", "My performance goals are clearly set to define what I am expected to achieve in my job", "My coworkers and I have a good working relationship.", "My working requirements and schedule allows me to balance work and personal life.", etc. There were 5,057 effective questionnaires (the effective response rate was 57.9% with 2,518 male respondents who accounted for 49.8% and 2,539 female respondents who accounted for 50.2%). According to the results of the survey, the employees' overall approval was highest for compensation and benefits. it was followed by employee engagement, corporate culture, connection with the Company during the COVID-19 pandemic, job & career, leadership, and the work environment. The overall score was 7.8 points, which was a significant increase compared to 6.4 points in 2019 (CAL's principle is to conduct the survey in 2 to 3 years), particularly for compensation and benefits.
In 2023, with "family" as the core, CAL has planned a series of "Happiness Flight Program", which are divided into three lines, including the "Hand in Hand Line" to promote parent-child relationships, which promotes a sense of sympathy and co-prosperity among employees' family members through corporate visits so that their family members can have a better understanding of the employees' work environment. The "Heartbeat Line" helps single employees meet new people by taking them on a walk in the countryside to increase the chance of interacting with the opposite sex through light travel. The last line is the "Eternal Line" that helps employees start a family by organizing a joint wedding ceremony to provide an opportunity to fulfill their dreams and the most far-reaching blessing to those who have delayed or even given up the white veil and red carpet due to the pandemic or the pressures of life. In addition to the aforementioned "Happiness Flight Program", CAL has also organized several employee activities, including lectures on pension planning for retired employees, corporate health and stress relief days, and holiday caring activities, etc. Through these activities, the Company has promoted the issues of employee happiness and corporate sustainability. CAL provides a better workplace environment for its employees in three ways: "Work Side" to create a pleasant workplace environment, "Family Side" with family-friendly measures, and "Health Side" with physical and mental health promotion to create a positive and supportive workplace environment. Starting from this year, we have organized the "Me and CAL" retraining for new recruits who have completed one year of service. In addition to understanding their learning and development, we also provide them with care and collect their suggestions as reference for related enhancement.
Recognition as One of the “Best Companies to Work for in Asia” in 2023
The Best Companies to Work for in Asia Award is organized by HR Asia, a leading HR professional magazine in Asia, and is a benchmarking award for HR management in the region. CAL was selected out of 339 companies for the first time in the competition.
CAL recognizes its employees as the most important asset of the Com- pany and provides competitive salaries, quality working conditions and environment, as well as comprehensive vocational training and diversi- fied career planning to ensure the safety and growth of its employees. CAL also has a number of benefits and health protection measures that are superior to those in the industry, especially the concessional flight tickets benefits, which are the best in the industry. CAL is committed to creating a more friendly workplace environment through a diverse and equal workplace, employee health and well-being, and employee dedication, so that employees can enjoy their work and be proud of being CAL employees!
Healthy and Safe Workplace
- In response to the trend of globalization and international labor development, we comply with domestic and international safety and health standards, as well as enhance the efficiency of safety and health management and promote systematic management measures. Since 2016, we have established an independent safety and health management system, and are committed to aligning our risk management capabilities with those of the rest of the world.
- Headquarter's Taoyuan area has been qualified by OHSAS18001 and TOSHMS since 2016~2018; in 2019, it was converted to ISO45001:2018, CNS45001:2018, and TOSHMS. In accordance with the "Safety and Health Internal Audit Management Procedures", we will perform internal audits of each unit once a year. We continue to accept external audits and commission SGS to conduct regular tracking audits once a year. Through the risk management mechanism, risk classification is carried out according to each type of operation and job category. The scope of application includes 9,869 employees (96.7%) and 335 non-employees (3.3%), accounting for 100% of the total number of employees and non- employees of CAL, except for overseas employees and non-employees who are not included in the consolidated statistics, e.g., overseas locations are not included in the consolidated statistics because the occupational safety and health management system is established in accordance with the laws and regulations of the respective countries.
- Taipei Branch and Kaohsiung Branch operate under the Occupational Safety and Health Management System of the head office in Taoyuan, Taiwan, and the repair plant has been certified as ISO45001:2018 compliant from 2022 onwards.
- The safety and health policy commits to the goal of "preventing occupational hazards and creating a healthy workplace", building an occupational safety and health management system, actively providing the necessary resources and training, implementing risk management, eliminating potential hazards, and making continuous improvements in order to pursue sustainable corporate development. In 2023, we continued to track and improve our safety and health performance indicators, which are divided into two types of indicators: active (safety and health management program proposals) and passive (occupational accidents, penalties imposed by the competent authorities, and audit results), and regularly reviewed each unit's performance indicators at the Occupational Safety and Health Committee meetings, to enhance the safety of the work environment for our employees and promote health care. In addition, we have achieved the goals of employee incapacitating injuries indicator, zero contractor incapacitating injuries, and zero contractor major occupational accidents in 2023.
- In 2023, a total of 916 occupational safety and health inspections were conducted at various workplaces, and 101 defects were found. All of these inspections were immediately coordinated with the relevant units to complete improvements, and were tracked by the occupational safety management unit, with a completion rate of 100%.
| Category | Hazard Risk Classification | Job Type (Examples) |
|---|---|---|
| Category 1 | Significant Occupational Risk | Flight crew, cabin crew, transportation staff, cargo loading personnel |
| Category 2 | Moderate Occupational Risk | Information equipment, plant electrical and mechanical air conditioning equipment maintenance personnel |
| Category 3 | Low Occupational Risk | Office administrators |
Establishing an Occupational Safety and Health Policy
CAL upholds an occupational safety and health policy of "respect life, safety first", with the goals of FSI of less than 0.42, a participation rate of more than 70% in the annual health checkups of employees, and health education attainment rate of more than 80% for those with major abnormalities, and is committed to "preventing occupational hazards and creating a healthy workplace". We have established an occupational safety and health management system, proactively provided necessary resources and training, implemented risk management, eliminated potential hazards, and continued to conduct hazard identification assessments and implement improvements in pursuit of sustainable development. After discussing with labor representatives and signed by the chairman of the board of directors and the president, the Occupational Safety and Health Policy was formulated and published on December 1, 2016 in accordance with the ISO45001 standard, and is regularly reviewed annually. The Occupational Safety and Health Policy applies to all employees in our own operations, contracted employees, outsourced manpower, and contractors, and we provide a variety of channels, such as questionnaires, committees, and occupational safety and health zones,to promote consultation and participation of workers in the field of occupational safety and health. The Occupational Safety and Health Committee has been established in accordance with the law to scrutinize, coordinate, and make recommendations on safety and health related matters, with the goal of preventing occupational disasters and protecting the safety and health of employees. The president acts as the chairperson. One deputy chairperson and one executive secretary are appointed. The committee consists of one level of supervisors of designated units, occupational safety and health personnel, engineering and technical personnel, medical personnel, and more than one-third of the labor representatives to review and analyze occupational incidents. All incidents are followed up and reported to the management so that related health management solutions can be subsequently developed. In 2023, the total number of safety and health proposals considered, coordinated and recommended in the meeting was 5, with 4 cases completed and 1 case in progress, and the relevant minutes of the meeting were posted on the EIP website.
Five Major Goals of CAL's Occupational Safety and Health
Proportion of Labor Representatives in Occupational Health and Safety Committee of CAL Group in 2023
| Category | 2021 | 2022 | 2023 | 2023 Number of Labor Representatives | 2023 Total Number of Committee Members |
|---|---|---|---|---|---|
| Taipei Branch | 36.36 | 36.36 | 36.00 | 4 | 11 |
| Taoyuan (%) | 37.73 | 37.73 | 40,00 | 20 | 53 |
| Kaohsiung Branch (%) | 37.5 | 37.29 | 35.00 | 6 | 17 |
| EMO Park (%) | 34.78 | 34.78 | 35.00 | 8 | 23 |
| 2021 | 2022 | 2023 | 2023 Number of Labor Representatives | 2023 Total Number of Committee Members |
|---|---|---|---|---|
| 33.33 | 33.33 | 33.33 | 5 | 15 |
Note: Labor representative proportion = (Occupational Health and Safety Committee labor representatives / Occupational Health and Safety Committee total members) × 100%
Occupational Hazards Statistics of CAL Group in 2023
| The Number of Recordable Occupational Injuries | Disabling Injury Frequency Rate | Disabling Injury Severity Rate | Incidents Resulting in Work-Related Fatalities | The Rate of Fatalities as a Result of Occupational Injury | Occupational Disease Rate | The Number of High-consequence Occupational Injuries | The Rate of High-consequence Occupational Injuries | Absence Rate | The Total Working Hours | ||
|---|---|---|---|---|---|---|---|---|---|---|---|
| China Airlines | Male | 9 | 0.88 | 12 | 0 | 0.00 | 0.00 | 0 | 0.00 | 0.50% | 10,126,336 |
| Female | 46 | 4.86 | 68 | 0 | 0.00 | 0.00 | 0 | 0.00 | 1.06% | 9,453,760 | |
| Total | 55 | 2.80 | 39 | 0 | 0.00 | 0.00 | 0 | 0.00 | 0.78% | 19,580,096 | |
| CAL Park | 45 | 3.33 | 43 | 0 | 0.00 | 0.00 | 0 | 0.00 | 0.70% | 13,493,184 | |
| EMO | 4 | 0.88 | 22 | 0 | 0.00 | 0.00 | 0 | 0.00 | 0.71% | 4,515,584 | |
| Taipei Branch | 1 | 1.39 | 6 | 0 | 0.00 | 0.00 | 0 | 0.00 | 2.63% | 716,224 | |
| Kaohsiung Branch | 5 | 5.84 | 98 | 0 | 0.00 | 0.00 | 0 | 0.00 | 1.04% | 855,104 | |
| Mandarin Airlines | Male | 2 | 2.57 | 6 | 0 | 0.00 | 0.00 | 0 | 0.00 | 0.68% | 777,568 |
| Female | 2 | 2.15 | 47 | 0 | 0.00 | 0.00 | 0 | 0.00 | 0.90% | 926,392 | |
| Total | 4 | 2.34 | 28 | 0 | 0.00 | 0.00 | 0 | 0.00 | 0.80% | 1,703,960 | |
Note 1: Frequency of recordable occupational injuries (i.e., disabling injury frequency rate): (Number of annual disabling injuries ÷ Annual working hours) × 1,000,000.
Note 2: Disabling Injury Severity Rate: (Absence days of annual disabling injuries ÷ Annual working hours) × 1,000,000.
Note 3: Absence Rate: (Absence days ÷ Annual working days) × 100%. The absence rate target in 2023 is 1.8%. Due to the different labor laws and regulations across countries, the data coverage is based on all employees of China Airlines in Taiwan.
Note 4: Mandarin Airlines has only one business location in Taiwan.
Note 5: Disabling Injury Frequency Rate is equivalent to the definition of Recordable Occupational Injuries Rate in the GRI Standards.
Note 6: High-consequence Work-Related Injuries: Occupational injuries that lead to fatalities or that are barely possible / difficult to completely recover within six months. Rate of high-consequence occupational injuries (excluding fatalities)=[Number of high-consequence occupational injuries (excluding fatalities) / Number of hours worked]x1,000,000.
Note 7: The most common type of occupational injuries is falling.
Note 8: The overall disabling injury frequency rate (FR) for the entire year of 2023 was 2.80, with a severity rate (SR) of 39 and a total injury index (FSI) of 0.33. These rates are slightly higher than the average FR (1.37), SR (28), and FSI (0.19) for the aviation transportation industry announced by the Ministry of Labor during the pandemic period from 2021 to 2023, due to the resumption of normal operations for the year. However, they are lower than the average FR (4.84), SR (74), and FSI (0.60) for the aviation transportation industry in 2019 under normal pre-pandemic conditions as announced by the Ministry of Labor.
Note 9: This statistic does not include commuting accidents caused by transportation that is not arranged by the compa